ABSTRACT
‘Battlefield’ promotions became commonplace with less tenured and knowledgeable employees moving into more senior technical and managerial positions. The sourcing of key talent was constrained and organization experienced changes in leadership teams for several years. Focus was turned to the talent of the organization, especially to those promoted into new supervisory and leadership positions. The use of internal coaches exacerbated what was already a very tenuous environment within organization. Trust and morale were at an all-time low. Resources were scarce and the willingness of departments to collaborate on organizational initiatives was tenuous at best. The leadership decided to engage their internal pool of employed coaches to provide coaching and mentoring rather than contracting external coaches. Most of the internal coaches were new hires and not aware of all the recent history or dynamics of the organization. The supervisor of the internal coaches was known to be in a romantic relationship with one the C-suite leaders which was causing some disquiet.
